DOWNSIZING WITH DIGNITY...employee with dignity by giving them time to say good-bye to co-workers and gather their belongings. “Please turn over your current projects and files by

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DOWNSIZINGWITHDIGNITY

PUTTINGTHEHUMANTOUCHINOFFBOARDING

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6 STEPS TO COMMUNICATE YOUR MESSAGE

Before beginning any separation meetings, consider the best day, time and place to hold your meetings. Also, be sure all the paperwork you need to conduct the meeting has been completed.

1. THE DECISION: Communicate the company’s decision clearly and concisely. Don’t beat around the bush or soften your message to the point that it sounds like a “maybe” or might be negotiable. Make sure the employee understands clearly what’s happening. A decision has been made to eliminate their position or to terminate their employment.

“As you know, the company is changing the way they’re doing business. As a result, a number of in-house positions are being eliminated. Your position is one of those being eliminated.”

2. THE REASON FOR THE DECISION: Give them the rationale for the decision. Employees deserve to know why this decision was made. Let them know that the decision was made after careful consideration and clearly give them the reasons for the separation. “The company looked at many ways to re-structure under the new business model. It was clear that several positions would be cut and your position was one of those.”

3. LISTEN & RESPOND: Make sure you listen to the employee’s questions and concerns. Use body language that shows that you are interested and listening. When you respond, answer their questions clearly and appropriately.

“I understand how difficult this is. These changes are taking place today and someone will gather your personal items.”



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4. SEPARATION INFORMATION: Explain the terms and process of the separation.

Depending on your company’s arrangements, provide the employee with written information about important items such as severance pay or unemployment eligibility, COBRA and other benefits, any vacation or sick pay due the employee, last day of employment and any other information. In addition, verbally review the paperwork they’re receiving along with any other termination benefits such as Career Transition Services.

“I have a letter that explains the terms of the separation. What I’d like to do now is to briefly go through the programs the company is providing for you as part of your severance.”

5. WORK TRANSITION SCHEDULE: Communicate the process for the transition. Clarify how and when the work transition will happen and the process for the employee to return company property and clear out their personal items. Be brief and describe the process in simple steps when possible. When possible, you have an opportunity here to treat the employee with dignity by giving them time to say good-bye to co-workers and gather their belongings.

“Please turn over your current projects and files by the end of day. At that time, you can also give your ID badge and tablet, along with any other company property, to Human Resources. Please remember that it is illegal to take any proprietary information such as client phone numbers.”

6. CAREER TRANSITION INFORMATION: Here is another opportunity for the company to show empathy and support to the impacted employee by providing a Career Transition Service. This shows both the separated employees as well as the remaining employees that the company has compassion and concern for those leaving. The best way is to give them a service that will help them through the complicated job search process so that they can find their next job quickly. “The company has provided you with career transition services through Career Navigator. Here is information to make sure you attend their information session and the program dates. We wish you the best in the future.”



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OUTLINE FORMAT

Use the 6 Steps to prepare and practice your communication.

1. THE DECISION

2. THE REASON FOR THE DECISION

3. LISTEN AND RESPOND

4. SEPARATION INFORMATION

5. WORK TRANSITION INFORMATION

6. CAREER TRANSITION INFORMATION

Also, check yourself on these important communication cues:

Does your body language show empathy?

Be sure you make eye contact throughout the conversation, especially when listening.

Use the people’s names when you’re speaking to them.

Ask if they have any questions about what you’ve explained. Keep your answers confined to the information pertaining to their lay-off.



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AVOID THESE POTENTIAL PROBLEMS

Being in an emotional situation can cause us to say some things that may be taken the wrong way or give a false impression. Preparing ahead of time for what to avoid can help.

DON’T:

1. Allow the meeting to dwell on a discussion of performance. This is not the time for a performance evaluation.

2. Discuss alternatives. No bargaining is possible. Talking about different positions or transfers is not useful.

3. Be defensive or feel you must persuade the person that the action is justified. Just state the facts.

4. Argue with the employee . . . about anything. Don’t raise your voice, even if the employee does.

5. Say things like: I know (or understand) how you feel . . . You don’t know how the employee feels even if you were once terminated. Each person experiences things differently.

6. Say things like: I don’t want to do this but . . . or This is hard for me . . . or I’m sorry. These are cop-outs and come too close to dealing with your feelings rather than with employee’s.

7. Tell the employee not to be angry. And don’t tell them they have a right to be angry. 8. Imply that the notification is a blessing in disguise. The employee is usually not in a

position to see the brighter side of anything at this point. 9. Discuss grievances and problems from the past. They are not relevant now and were not

factors in the decision. 10. Engage in criticizing management or the company. If the employee brings it up, just

listen. Don’t agree or disagree. 11. Discuss your personal relationship with the employee. Your personal friendship with the

employee is not the issue at the moment. You are dealing with a business decision and business relationship.

12. Second guess career options. Point out that they are being provided with Career Transition Services to help them through that process.

13. Try to fix things or make it all right. It’s too soon for that and you are not the best person to do it.



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HELPFUL ACTIONS TO DO

DO:

1. Understand your goal: Make sure the employee understands that this is a final, non-negotiable decision. Make the decision clear: “Several positions in your department have been eliminated. Your position is one of those being eliminated.”

2. Consider the day, time and place of your meetings. 3. Listen with understanding and compassion. 4. Use good body language. 5. Keep the conversation in the present, not on past occurrences or future speculation. 6. Meet in person whenever possible. Online (like Zoom) is ok if that’s your usual way of

communicating, but one-on-one only ~ no group announcements! DO NOT use text or email.

7. Have a security person nearby and a security process in place, just in case. It may be necessary for someone to be escorted out.

8. Ask if they have any questions and explain the paperwork carefully. They are under stress and emotional, and probably not listening well.

9. Have a box of tissue on your desk to offer. 10. Keep your meetings just long enough to deliver the information they need. Wrap up by

telling them who will handle additional questions they may have later on. 11. Explain what happens next. Note the dates they need for paperwork to be completed,

explain how they will get their paycheck, personal items and answer any related questions they may have.

12. Give yourself a break, especially if you are meeting with several people throughout the day. Acknowledge how you feel, take a little time to re-energize and re-focus. These meetings can take a personal toll, too.

13. Even if you are delivering separation notifications to several people, always meet one-on-one and think of each individual person with his/her own unique situations and responses. No two meetings will be exactly alike.



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NEXT STEPS

ADDRESSING THE REMAINING STAFF

Whenever possible, schedule your conversations with remaining staff on the same day that downsizing meetings are occurring. It helps to limit rumors and misinformation.

Hold these meetings in person, if at all possible. Email should be your last option. If you have a large number of employees, you don’t have to have your meetings one-on-one; you can address a group.

Break down a large group into departments or areas and have these meetings done by managers. Make sure all managers are using the same script and following the same process. Consistency is critical.

The content of these meetings should be similar to that of the notification meetings:

“As you may have heard, the company is changing their business model and that has required eliminating several positions. The people in those positions are being notified today and will be given some services to help them through the transition. The company feels certain that the remaining group here will be instrumental in making the changes needed to move forward. As difficult as it is, the restructuring that’s being done will make us stronger and more competitive in the marketplace now, and in the future. A big thank you to all of you in helping us through this transition and being part of the future of this company.”

If people have questions, tell them you will answer those individually and that you will have an open door for the remainder of the day (or week).

Managers in some areas may need to explain the transfer of work, projects and other outstanding items. It’s best to have those conversations individually, later.

Actions speak louder than words and how you treat the employees that are separated is the strongest message to those remaining. If separated employees are treated with dignity and respect and given services and programs to help them transition, your remaining staff feel that they would be treated similarly. A little extra effort on your part during downsizing goes a long way to keeping the rest of your teams motivated and positive through change.



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TRANSITION SERVICES

We recommend you offer some sort of career transition service as part of a severance package. It makes you feel better knowing they will be getting some help as they look for new employment. It helps to reduce anger and resentment as a result of the lay-off. And it ensures your remaining staff stay motivated through the changes.

CHOOSING THE RIGHT PROGRAM

Although a great deal of job searching is done online, you don’t want a program that requires the individual to sit at a computer and watch prerecorded webinars on job search.

Having just absorbed the reality of job loss, now is not the time for someone to be sitting in isolation staring at a computer. This person has just lost a large part of his/her social circle. They have been separated from the daily interaction with co-workers, clients and others related to their jobs. This is a time when people need contact with other people. Otherwise, isolation and loneliness can quickly turn into depression. Find a program that offers training in groups that can provide support, camaraderie, and friendship.

Choose a program that is holistic in its approach to job search; that deals with the emotions of job loss and family issues that arise. No one can make a good impression in an interview if they are carrying the baggage of job loss. Give your former employees something that includes all of the aspects of job loss.

Make sure the program is live and interactive, not recorded. Again, this provides the participant with opportunities to ask questions, in real time; to interact with others in the group; to share experiences and give and get feedback and support.

Each person’s job search needs are as individual as they are, and a one-size-fits-all program offers little in addressing those needs. A program that is live, interactive and in real-time allows the facilitator to customize the information to each participant’s unique situation.

Find a program that includes skills and drills. Libraries are filled with books on how to successfully answer interview questions. Unless and until someone has practiced those answers out loud, they will not acquire the skill. A live, interactive group setting allows participants to practice with each other and get feedback from the instructor.

Speakers you Need offers an exceptional option called the Career Navigator Program. It accomplishes all of these requirements and provides a cost effective option to the big box programs. Contact Speakers you Need for more information.



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TRANSITION SERVICES

CHECKLIST

Do I have all the information on the Career Navigator career transition program (or other service) being offered to the employee?

Including:

Contact information

Program Overview

Start of Program

Location of program (virtual, invitation to be sent)

All documentation for this information will be provided by Speakers you Need.



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CHECKLISTS

INFORMATION

□ Have all the decisions been approved?

□ Do I completely understand the reasons for the notification, including: o Why the organization is eliminating positions? o Why this position is being eliminated?

□ Am I prepared to explain these reasons to the employee?

□ Have I read all of the official internal and external announcements as background?

□ Other information I still need:

MEETING PREPARATION

□ Am I fully prepared for the meeting? Have I:

o Set the agenda? o Structured the meeting? o Prepared my outline and cleared it with HR and legal advisors? o Practiced what I’m going to say?

□ Am I prepared for the potential reactions from the employee?

□ Do I have all relevant medical/security information about the employee?

□ Other things I need to do to prepare for the meeting:



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CHECKLISTS PEOPLE

□ Who can the employee contact for more information?

□ When will that person be available?

□ How would a security problem be handled?

□ How would a medical problem be handled?

□ Other people related issues I need to address:

LOGISTICS

□ Have I chosen the best meeting date and time?

□ Are there any significant dates connected to the day of the meeting for the employee?

□ Have I chosen the best location for the meeting: my office, employee’s office, other?

□ Is the location private and free of possible interruptions?

□ Is the meeting date early in the week? Early in the day?

□ Have I allowed enough time for the meeting?

□ Do I have a complete list of all company property to be returned?

□ Where/when should this property be returned by the employee?

□ Where should the employee go immediately after the meeting?

□ Other logistic preparation:



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CHECKLISTS

MATERIALS

□ Do I have all the paperwork for the employee completed?

□ Do I have separation package and/or letter outlining terms of separation?

□ Am I familiar enough with the package and letter to discuss it and answer questions?

□ Do I have all related materials and information from HR?

□ Other materials I will need:

WORK TRANSITION

□ Am I fully aware of all the projects the employee is currently involved in?

□ Who will handle the current projects?

□ When and how will the projects be transitioned?

□ Who will handle the transition?

□ Are there any projects with might be jeopardized by this notification?

□ Which projects should receive priority? Which should receive immediate attention?

□ Other work transition preparation:



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NOTES:

Documents

DOWNSIZING WITH DIGNITY...employee with dignity by giving them time to say good-bye to co-workers and gather their belongings. “Please turn over your current projects and files by